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Scaling Agile Projects to Programs:
Networks of Autonomy,
Collaboration and Exploration
Johanna Rothman
Agile and Lean Program Management: Scaling Collaboration Across the Organization
@johannarothman
www.jrothman.com
jr@jrothman.com
781-641-4046
© 2015 Johanna Rothman
Agenda
• Program Managers and what programs look like
• Agile roadmap
• Program teams and kanban
• Small-world networks
• Estimation
• Culture of delivery
2
© 2015 Johanna Rothman3
© 2015 Johanna Rothman
What Worked?
• Clear program vision
• Clear deliverables
• Feature teams who delivered at
least every day
• Unit tests and system tests as
support for collaboration
• Respect and trust across the
organization
4
Trust
Respect
Delivery
© 2015 Johanna Rothman
Program Management
• Organizing and coordinating
several projects’ results into one
deliverable
• That overall deliverable has the
value to the organization
5
© 2015 Johanna Rothman
Programs Are Riskier Than
Projects
• Projects don’t scale linearly
• The larger and the longer the
program, the more risky it is
• The more pieces the program
has, the more risky it is
6
© 2015 Johanna Rothman
Integrated System Programs
• Possible examples:
• Smart phone
• Embedded system
7
© 2015 Johanna Rothman
Inter-Related Programs
• Possible examples:
• Operating system
and related
products
• Base product and
layered products
8
© 2015 Johanna Rothman
Release Frequency, Costs &
Decisions
9
© 2015 Johanna Rothman
Program Managers Are
Servant Leaders
• Your product might change how
you program-manage
• Servant leadership works
• Ask for the results you want
• Ask for estimates, don’t
mandate
• Ask for bad news
• Facilitate problem solving
where the problems are
10
© 2015 Johanna Rothman
Programs: Complex or
Complicated
• Do you have known unknowns?
• Ask experts for help
• Do you have unknown
unknowns?
• Try experiments
• Do you not have any idea at all?
• Do something to move to
Complex or Complicated
11
© 2015 Johanna Rothman
Activity:Where isYour
Program?
• Where is your program in the
Cynefin framework?
• Do you need to obtain some
data?
12
© 2015 Johanna Rothman
Resiliency Over Defined
• Many of you have governance
challenges from your waterfall
days
• Agile and Lean programs demand
resiliency—ability to flex and
change—over defined
deliverables
13
© 2015 Johanna Rothman
“Scaling” Agile requires:
Autonomy
Collaboration
Exploration
14
© 2015 Johanna Rothman
Agenda
• Program Managers and what programs look like
• Agile roadmap
• Program teams and kanban
• Small-world networks
• Estimation
• Culture of delivery
15
© 2015 Johanna Rothman
Agile Roadmap
16
© 2015 Johanna Rothman
One Quarter Perspective
17
© 2015 Johanna Rothman
Discussion: How Far Out do
You Plan Deliverables?
• Do you have a 6Q roadmap?
• Do you need a 6M roadmap
instead?
• How many iterations/features/
MVPs do you plan for at one
time?
• How often can you release:
• Internally?
• Externally?
18
© 2015 Johanna Rothman
Roadmaps & Backlogs
Provide Team Autonomy
• Roadmap is the wish list
• Backlog is what teams will do
• Rank everything by value
• Sometimes learning about risk
is valuable
19
© 2015 Johanna Rothman
Change is Key
• The more often you release, the
more successful the product will
be
• The more often you can
change the roadmap
• Fast feedback all over the
program
• Inspect and adapt
• Value-based approach to product
development
20
© 2015 Johanna Rothman
Agenda
• Program Managers and what programs look like
• Agile roadmap
• Program teams and kanban
• Small-world networks
• Estimation
• Culture of delivery
21
© 2015 Johanna Rothman
Program Teams Solve Problems
Across the Organization
• Core team shepherds the
business value of the product
• Facilitates problem-solving
across the organization
• Software program team
shepherds the business value of
the software
• Facilitates problem solving
across the feature teams
22
© 2015 Johanna Rothman
Core Program Team Manages
Risks Across the Organization
23
© 2015 Johanna Rothman24
© 2015 Johanna Rothman
Software Program Team Manages
Obstacles for Feature Teams
25
© 2015 Johanna Rothman26
© 2015 Johanna Rothman
Agile Changes Program
Management
• Teams (not managers) manage:
• Commitment
• How they build features
• Evolve architecture
• Program management
• Removes obstacles
• Collects and explains program
status
27
© 2015 Johanna Rothman
Agenda
• Program Managers and what programs look like
• Agile roadmap
• Program teams and kanban
• Small-world networks
• Estimation
• Culture of delivery
28
© 2015 Johanna Rothman
Single Agile Team
Collaborates Inside the Team
29
© 2015 Johanna Rothman
Scale from One Team to
Many Teams?
• What do you need to scale
collaboration from one team to
multiple teams?
• Hint: you do not need a
framework
• Scale out, not up
30
© 2015 Johanna Rothman
What’s the Most Effective
Way to Move Information
InYour Organization?
31
© 2015 Johanna Rothman
Rumor Mill
32
© 2015 Johanna Rothman
Small World Networks
• Small world networks are more-
and-less connected agile teams
• How connected are you to
everyone else?
• Some of you are highly
connected
• Some less so
• Programs take advantage of the
network so they don’t need
hierarchies
33
© 2015 Johanna Rothman
Organize the Teams
• Any form of agile or lean works
for the project teams
• Small batch size and
continuous integration
• As long as the team delivers, you
don’t care how they organize
themselves
• Evolving architecture
• Plan to replan
34
© 2015 Johanna Rothman
Lean Helps Create
Transparency
• See the flow of work all over
the organization
• Manage WIP
• Transparent approach to seeing
all the work
35
© 2015 Johanna Rothman
Use Small-World Networks
• Feature teams take responsibility
• Small-world networks provide
autonomy and collaboration
• Communities of practice help
with exploration
36
© 2015 Johanna Rothman
Collaborate Across the
Organization
• Transparent progress
• Transparent and pervasive
communication
• Problem-solving autonomy
• Hierarchies slow everything
down
• Information has to flow freely
around the organization
37
© 2015 Johanna Rothman
Discussion
• Where do you already have
small-world networks in your
organization?
• How can you use them for better
results?
38
© 2015 Johanna Rothman
Teams Collaborate with Tests
& Integration
• Create a program environment
where people can collaborate
• Tests and CI help teams
collaborate
• Safe places to explore
• Autonomous teams
• Deliver features often
39
© 2015 Johanna Rothman
Agenda
• Program Managers and what programs look like
• Agile roadmap
• Program teams and kanban
• Small-world networks
• Estimation
• Culture of delivery
40
© 2015 Johanna Rothman
Estimating a Program
• You might need a gross estimate
(high level estimate of
“everything”)
• The farther out or the more you
need to estimate, the less you
know
41
© 2015 Johanna Rothman
WhatYou Can Do for
Estimation
• Work to a target date or cost
• Deliver small chunks, re-estimate
at the small level
• Ask “How much do you want to
invest before we stop?”
• Ask “How much value is this
project or program worth to
you?”
• Create a culture of delivery so
you can change the roadmap and
backlogs
42
© 2015 Johanna Rothman
Rank Everything byValue
• Updating the roadmap more frequently is often worth
more than more estimation
• Should we do this at all?
• Business value points
• Cost of delay
• Waste
• Who is waiting
• Compare
• Risk
• The more often you rank and update the roadmap, the
more the teams work on what’s most value
• My experience is that the teams do less overall
43
© 2015 Johanna Rothman
Agenda
• Program Managers and what programs look like
• Agile roadmap
• Program teams and kanban
• Small-world networks
• Estimation
• Culture of delivery
44
© 2015 Johanna Rothman
Delivery Solves Many
Problems
• The more often teams deliver:
• The more often you can
update the program roadmap
• The more often everyone gets
feedback
• The more often you can re-
rank the next backlog
• A culture of delivering Running
Tested Features solve many
interdependency issues
45
© 2015 Johanna Rothman
Seeing Program Progress
• Program level measures
• Working product is the best
measure
• Do not even think about
using team velocities and
merging them
• Consider product backlog
burnup
46
© 2015 Johanna Rothman
Product Backlog Burnup
47
© 2015 Johanna Rothman
Think Small to Go Large
• Trust teams to do their work
(autonomy)
• Small batch size
• Technical practices essential
• Release often (to see progress
and invite collaboration)
• Frequent releases encourage
exploration
• It’s agile and lean all the way
across
48
© 2015 Johanna Rothman
Stay in Touch?
• Many articles on jrothman.com
and Pragmatic Manager email
newsletter
• Look for Agile and Lean Program
Management: Scaling Collaboration
Across the Organization (in beta)
• Please link with me on LinkedIn
49

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Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and Exploration

  • 1. Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and Exploration Johanna Rothman Agile and Lean Program Management: Scaling Collaboration Across the Organization @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046
  • 2. © 2015 Johanna Rothman Agenda • Program Managers and what programs look like • Agile roadmap • Program teams and kanban • Small-world networks • Estimation • Culture of delivery 2
  • 3. © 2015 Johanna Rothman3
  • 4. © 2015 Johanna Rothman What Worked? • Clear program vision • Clear deliverables • Feature teams who delivered at least every day • Unit tests and system tests as support for collaboration • Respect and trust across the organization 4 Trust Respect Delivery
  • 5. © 2015 Johanna Rothman Program Management • Organizing and coordinating several projects’ results into one deliverable • That overall deliverable has the value to the organization 5
  • 6. © 2015 Johanna Rothman Programs Are Riskier Than Projects • Projects don’t scale linearly • The larger and the longer the program, the more risky it is • The more pieces the program has, the more risky it is 6
  • 7. © 2015 Johanna Rothman Integrated System Programs • Possible examples: • Smart phone • Embedded system 7
  • 8. © 2015 Johanna Rothman Inter-Related Programs • Possible examples: • Operating system and related products • Base product and layered products 8
  • 9. © 2015 Johanna Rothman Release Frequency, Costs & Decisions 9
  • 10. © 2015 Johanna Rothman Program Managers Are Servant Leaders • Your product might change how you program-manage • Servant leadership works • Ask for the results you want • Ask for estimates, don’t mandate • Ask for bad news • Facilitate problem solving where the problems are 10
  • 11. © 2015 Johanna Rothman Programs: Complex or Complicated • Do you have known unknowns? • Ask experts for help • Do you have unknown unknowns? • Try experiments • Do you not have any idea at all? • Do something to move to Complex or Complicated 11
  • 12. © 2015 Johanna Rothman Activity:Where isYour Program? • Where is your program in the Cynefin framework? • Do you need to obtain some data? 12
  • 13. © 2015 Johanna Rothman Resiliency Over Defined • Many of you have governance challenges from your waterfall days • Agile and Lean programs demand resiliency—ability to flex and change—over defined deliverables 13
  • 14. © 2015 Johanna Rothman “Scaling” Agile requires: Autonomy Collaboration Exploration 14
  • 15. © 2015 Johanna Rothman Agenda • Program Managers and what programs look like • Agile roadmap • Program teams and kanban • Small-world networks • Estimation • Culture of delivery 15
  • 16. © 2015 Johanna Rothman Agile Roadmap 16
  • 17. © 2015 Johanna Rothman One Quarter Perspective 17
  • 18. © 2015 Johanna Rothman Discussion: How Far Out do You Plan Deliverables? • Do you have a 6Q roadmap? • Do you need a 6M roadmap instead? • How many iterations/features/ MVPs do you plan for at one time? • How often can you release: • Internally? • Externally? 18
  • 19. © 2015 Johanna Rothman Roadmaps & Backlogs Provide Team Autonomy • Roadmap is the wish list • Backlog is what teams will do • Rank everything by value • Sometimes learning about risk is valuable 19
  • 20. © 2015 Johanna Rothman Change is Key • The more often you release, the more successful the product will be • The more often you can change the roadmap • Fast feedback all over the program • Inspect and adapt • Value-based approach to product development 20
  • 21. © 2015 Johanna Rothman Agenda • Program Managers and what programs look like • Agile roadmap • Program teams and kanban • Small-world networks • Estimation • Culture of delivery 21
  • 22. © 2015 Johanna Rothman Program Teams Solve Problems Across the Organization • Core team shepherds the business value of the product • Facilitates problem-solving across the organization • Software program team shepherds the business value of the software • Facilitates problem solving across the feature teams 22
  • 23. © 2015 Johanna Rothman Core Program Team Manages Risks Across the Organization 23
  • 24. © 2015 Johanna Rothman24
  • 25. © 2015 Johanna Rothman Software Program Team Manages Obstacles for Feature Teams 25
  • 26. © 2015 Johanna Rothman26
  • 27. © 2015 Johanna Rothman Agile Changes Program Management • Teams (not managers) manage: • Commitment • How they build features • Evolve architecture • Program management • Removes obstacles • Collects and explains program status 27
  • 28. © 2015 Johanna Rothman Agenda • Program Managers and what programs look like • Agile roadmap • Program teams and kanban • Small-world networks • Estimation • Culture of delivery 28
  • 29. © 2015 Johanna Rothman Single Agile Team Collaborates Inside the Team 29
  • 30. © 2015 Johanna Rothman Scale from One Team to Many Teams? • What do you need to scale collaboration from one team to multiple teams? • Hint: you do not need a framework • Scale out, not up 30
  • 31. © 2015 Johanna Rothman What’s the Most Effective Way to Move Information InYour Organization? 31
  • 32. © 2015 Johanna Rothman Rumor Mill 32
  • 33. © 2015 Johanna Rothman Small World Networks • Small world networks are more- and-less connected agile teams • How connected are you to everyone else? • Some of you are highly connected • Some less so • Programs take advantage of the network so they don’t need hierarchies 33
  • 34. © 2015 Johanna Rothman Organize the Teams • Any form of agile or lean works for the project teams • Small batch size and continuous integration • As long as the team delivers, you don’t care how they organize themselves • Evolving architecture • Plan to replan 34
  • 35. © 2015 Johanna Rothman Lean Helps Create Transparency • See the flow of work all over the organization • Manage WIP • Transparent approach to seeing all the work 35
  • 36. © 2015 Johanna Rothman Use Small-World Networks • Feature teams take responsibility • Small-world networks provide autonomy and collaboration • Communities of practice help with exploration 36
  • 37. © 2015 Johanna Rothman Collaborate Across the Organization • Transparent progress • Transparent and pervasive communication • Problem-solving autonomy • Hierarchies slow everything down • Information has to flow freely around the organization 37
  • 38. © 2015 Johanna Rothman Discussion • Where do you already have small-world networks in your organization? • How can you use them for better results? 38
  • 39. © 2015 Johanna Rothman Teams Collaborate with Tests & Integration • Create a program environment where people can collaborate • Tests and CI help teams collaborate • Safe places to explore • Autonomous teams • Deliver features often 39
  • 40. © 2015 Johanna Rothman Agenda • Program Managers and what programs look like • Agile roadmap • Program teams and kanban • Small-world networks • Estimation • Culture of delivery 40
  • 41. © 2015 Johanna Rothman Estimating a Program • You might need a gross estimate (high level estimate of “everything”) • The farther out or the more you need to estimate, the less you know 41
  • 42. © 2015 Johanna Rothman WhatYou Can Do for Estimation • Work to a target date or cost • Deliver small chunks, re-estimate at the small level • Ask “How much do you want to invest before we stop?” • Ask “How much value is this project or program worth to you?” • Create a culture of delivery so you can change the roadmap and backlogs 42
  • 43. © 2015 Johanna Rothman Rank Everything byValue • Updating the roadmap more frequently is often worth more than more estimation • Should we do this at all? • Business value points • Cost of delay • Waste • Who is waiting • Compare • Risk • The more often you rank and update the roadmap, the more the teams work on what’s most value • My experience is that the teams do less overall 43
  • 44. © 2015 Johanna Rothman Agenda • Program Managers and what programs look like • Agile roadmap • Program teams and kanban • Small-world networks • Estimation • Culture of delivery 44
  • 45. © 2015 Johanna Rothman Delivery Solves Many Problems • The more often teams deliver: • The more often you can update the program roadmap • The more often everyone gets feedback • The more often you can re- rank the next backlog • A culture of delivering Running Tested Features solve many interdependency issues 45
  • 46. © 2015 Johanna Rothman Seeing Program Progress • Program level measures • Working product is the best measure • Do not even think about using team velocities and merging them • Consider product backlog burnup 46
  • 47. © 2015 Johanna Rothman Product Backlog Burnup 47
  • 48. © 2015 Johanna Rothman Think Small to Go Large • Trust teams to do their work (autonomy) • Small batch size • Technical practices essential • Release often (to see progress and invite collaboration) • Frequent releases encourage exploration • It’s agile and lean all the way across 48
  • 49. © 2015 Johanna Rothman Stay in Touch? • Many articles on jrothman.com and Pragmatic Manager email newsletter • Look for Agile and Lean Program Management: Scaling Collaboration Across the Organization (in beta) • Please link with me on LinkedIn 49